Ascona

Ascona (the largest Russian manufacturer of products for sleep, part of the Hilding-Anders concern). ● Strategic IT development in production, procurement, finance and HR. ● The portfolio management of the IT-related business initiatives, hypothesis elaboration, assessment of resources required, and benefits obtained (OKR, ROI). ● Implementing IT transformation strategy by building loosely coupled microservices architecture in area of responsibility of the IT landscape and business units Cross-functional teams organization to work on initiatives/products using agile methodology. ● Leadership in key teams. ● Changing IT-business interaction processes, processes within IT to improve service levels and CSI of internal customers. ● IT support for business changes (new product launches, new production lines installation, compliance with new regulatory requirements, processes changing, etc.). ● The management system of production operations with the use of data collection terminals PDCT (MES-level) was implemented. ● By recording the actual duration of operations, piece rates were reduced, saving the payroll up to 5%. ● Real-time data made it possible to reconsider the in-process logistics in order to increase the productivity of the sites by 5-10%. ● Supply chain management system for IKEA based on VMR (vendor managed replenishment) model developed: demand planning + ERP integration + WMS integration + IKEA AS\2 integration. ● The system of on-line release of PU-foam blocks into production directly by forklift drivers was launched. It allowed to determine the waste of PU-foam cutting by positions, instead of a common pot, which allowed to decrease the cost of some items by 5-7%. ● Video-analytics system for FPU-cutting machines has been launched. ● We have started to analyze and monitor the loading of the machine and the compliance with the cutting parameters (angular velocity, even loading).

ABI Group

● Maintained and developed IT systems of 4 holdings (meat processing, retail, mass media, real estate). 1200 workplaces and over 10 IT systems. ● Completely replaced the design and equipment of the network core and storage systems. ● Set up a service desk. ● Achieved the complete licensing of client-end and server software and obtained favorable terms from vendors, distributed licenses across a changing legal structure. ● Headed the project to implement the Intalev Corporate Management (management accounting) and the Intalev IFRS software. ● Developed and maintained the IT equipment and license procurement system. Contacted vendors directly, added to the supplier pool, enlarged procurement and tied it to a calendar schedule, helped void emergency purchases by revising the emergency stock size. ● Outsourced cartridge-refilling services and cabling system assembly and maintenance, designed selection and assessment criteria. ● Participated in “borderline IT” projects – creation of a social-oriented movie theater, and network of social-oriented computer schools (in a technical part). ● Was involved in the company’s strategic development projects: preparation of a roadmap to foreign markets (IPO, private offer), assessment of the Chinese meat processing market. Mostly I served as a head of projects and was in charge of negotiations with outside parties.

ABI Product

Responsible on investment projects for creation and reconstruction of the holding’s assets. Participated in modeling and assessment of investment options along with internal customers: ● Developed and defended preliminary designs and master-plans. ● Selected and evaluated manufacturing equipment, automation and engineering systems. ● Negotiated with suppliers of solutions and worked out contracts. ● Implemented internal projects methodology (PMbok-based). ● Programmes of investment projects establishing and management (assets development strategy). I was in charge of the entire design and deployment cycle, commissioning of technological and engineering systems, with a yearly budget of projects EUR 15-25 mil (construction+ eng. equipment) and managed in-house design and general contractor companies (~100 employees): ● Designed and applied a system for assaying new finishing and construction materials. Worked out standards of finishing manufacturing rooms and facilities in accordance with HACCP and TR TS 022\2011. ● Developed a procedure for procurement under EP\EPC contracts (industrial freezing equipment, boilers, technological equipment, automation systems, datacenter equipment). I held tenders for works, equipment and materials needed for projects. ● Created and headed a function for managing projects and assigning staff members to a project. This was the first time a project methodology was introduced to the holding’s divisions. ● Invented and maintained “calculators” for preliminary assessment of project costs depending on building and equipment preferences. ● Permanent execution of small projects (100-500 KEur, 3-5 simultaneous) for production and logistics facilities improvement, new equipment installation and commissioning. ● Reconstruction always was done without production process interruption.